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© Coaching for Organizational and Individual Performance Inova Leadership Institute September 2007.

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Presentation on theme: "© Coaching for Organizational and Individual Performance Inova Leadership Institute September 2007."— Presentation transcript:

1 © Coaching for Organizational and Individual Performance Inova Leadership Institute September 2007

2 Copyright 2004 © “Everything that can be invented has been invented.” Charles Duell, director of the U.S. Patent Office 1899.

3 Copyright 2004 © “Heavier-than-air flying machines are impossible.” Lord Kelvin of the British Royal Society, one of the 19th century’s top experts on thermodynamics, 1890’s.

4 Copyright 2004 © “There is no need for any individual to have a computer in their home.” Ken Olson, president of Digital Equipment Corp., 1977.

5 Copyright 2004 © “Who the hell wants to hear actors talk.” E.A. Warner, Warner Bros., 1927.

6 Copyright 2004 © Improved Operational Performance Across the Board OLD NEW Performance

7 Copyright 2004 © Outcomes for Today:  Why HML?: Impact of High Middle Low Performer conversations on organizational performance  How to differentiate High, Middle and Low  Next steps for implementing HML at Inova

8 Copyright 2004 © We have learned that the reluctance to address low/sub-par performance keeps an organization from being the best. Quint Studer

9 Copyright 2004 © From Short Term Gains to Great Sustainable Results... L MH 9%58%33% 1/3, 1/3, 1/3 L

10 © Who’s Who?

11 Copyright 2004 © Who Are You Spending Time With?

12 Copyright 2004 © Definition Professionalism Teamwork Knowledge & Skill Communication Comes to work on time Good attitude Problem solves You relax when they are scheduled Good influence Use of peer interviews Five Pillar ownership Brings solutions Safety Awareness Adheres to unit policies, models Standards of Behavior. Demonstrates high commitment to making things better for the work unit and organization as a whole. Eager to change for the good of the organization. Strives for continuous professional development. Consistently communicates organizational. Does not create we/they. Provides frequent feedback to staff. Demonstrates the behaviors of safety awareness in all aspects of work. H Definition of High Performer

13 Copyright 2004 ©

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15 © How do you treat your High Performers?  Ignore them?  Say thank you?  Give them more work?

16 Copyright 2004 © Ignore them? High performers -  47% are actively looking for another job, resumes, internet search and interviews:  Lack of recognition  Feeling under rewarded  Are the most unhappy  Even when unemployment is high, have a pent-up demand to leave  55% said they were never or rarely thanked by their boss. Leadership IQ,, Fall 2006 Maritz Incentives, St.. Louis 2003

17 Copyright 2004 © Goal with High Performers  Re-recruit  Reward  Retain

18 Copyright 2004 © Definition of Middle Performer Definition Professionalism Teamwork Knowledge & Skill Communication Good attendance Loyal most of time Influenced by high and low performer Wants to do a good job Could just need more experience Helps manager be aware of problems Safety Awareness Usually adheres to unit policies, and models Standards of Behavior. Committed to improving performance of the work unit and organization. May require coaching to fully execute. Invested in own professional developments. May require some coaching to fully execute. Usually communicates organizational information. Occasionally uses we/they language. Provides some feedback to staff. Demonstrates the behaviors of safety awareness in all aspects of work. M

19 Copyright 2004 © Goal with Middle Performers  Reassure  Re-recruit  Develop

20 Copyright 2004 © Who me??

21 Copyright 2004 © Definition of Low Performer Definition Professionalism Teamwork Knowledge & Skill Communication Points out problems in a negative way Positions leadership poorly Master of “We/They” Passive aggressive Thinks they will outlast the leader Says manager is the problem Safety Awareness Does follow organization or unit policies. Does not consistently model standards of behavior Demonstrates little commitment to the work unit and the organization. Shows little interest in improving own performance or the performance of the organization. Develops professional skills only when asked. Does not communicate organizational information. Uses language to create we/they culture. Does not provide feedback. Performs work with little regard to the behaviors of safety awareness. L

22 Copyright 2004 © Goal with Low Performer – Up or Out  Improve, or  De-select

23 Copyright 2004 © Moving the High Performers  Tell them where the organization is going  Thank them for their work  Outline why they are important  Ask is there anything you can do for them

24 Copyright 2004 © Moving the Middle Performer  Reassure G oal is to retain  S:Support Describe good qualities  C: Coach Cover development opportunity  S: Support Reaffirm good qualities

25 Copyright 2004 © Low Performer - Up or Out DESK Model  Do not start meeting out on a positive note  D: Describe Describe what has been observed  E: Evaluate Explain effect of behavior/ actions  S: Show Show/ Tell what needs to be done  K: Know Know Consequences of continued under performance

26 Copyright 2004 © The Gap is Uncomfortable M H L H M L Gap is uncomfortable

27 Copyright 2004 © The Gap is Intolerable M H L H M L Gap is uncomfortable H M L Gap is intolerable The Wall

28 Copyright 2004 © Over the Wall M H L H M L Gap is uncomfortable H M L Gap is intolerable H M The Wall

29 Copyright 2004 © If we don’t do... M H L H M L Gap is uncomfortable H A L Gap is intolerable The Wall H M M L Results Decline

30 Copyright 2004 © What has been Accomplished?  Leader demonstrates concern and care for employee  Leader demonstrates commitment to employee professional development  Leader affirms and shows appreciation for High and Middle performers  Leader lets low performer know exactly where they stand and next steps  Leader role models Inova Standards

31 Copyright 2004 © Change is Good! (you go first)

32 Copyright 2004 © Barriers to Change  Denial  Rationalization  Blame  Uniqueness  Unwillingness  Not Skilled

33 Copyright 2004 ©  1. Focus on getting your high performers with you. They will move the organization first.  2. With middle, stick with one item for development. Goal is to have person feel cared about, and invested in.  3. Increase recognition on good performance. As accountability goes up so does frequency of recognition.  4. Practice low performer conversations prior to conducting them and be relentless with follow up.  5. HML is about values, fairness and patients.  Top 5 Take Aways

34 © Questions? Thank You Colleen Thornburgh Thank You Colleen Thornburgh


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